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Manager Manufacturing

Los Angeles, California, United States
December 13, 2018

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Gildardo Talavera

Mobile +1-818-***-****



Bilingual English / Spanish, degreed Industrial Engineer and Six Sigma Master Black Belt, MBA, with solid background in Manufacturing Operations, Supply Chain management, Lean Enterprise and multi plant operations.


MBA major in Management, 2005

B.S, Industrial Technology, 2003

Almeda University

B.S. Industrial Engineering major in Production, 1984



Kanban TPS

APQP by colors SMED

Theory of Constraints Cellular Manufacturing

One piece flow Lean Manufacturing

QAD Oracle

Six Sigma Leadership Skills


Groundwork Renewables

01/2017 to date

Panorama City, CA

Senior Manufacturing Director

Responsible for full results for the Manufacturing Process of this designer, installer and manufacturer

of solar data collection and management systems. .

Improved Schedule attainment from 65% to > 99%

Reduced Past due to Customer request date from 200K to 0 within the second month.

Improved Efficiency from the low 60% to > 88%.

Increased thruput from 8 units a month to 20 units a month with the same amount of resourses.

Reduced Abssenteism and increased timeliness to improve productivity and efficiency by more than 20%.

Improved Quality levels to faciltate more efficient operations on the field.

Improved Employee satisfacción from 65% to > 97.%

Greenbrier Rail Services

07/2015 to 01/20017

San Bernardino, CA

General Plant Manager

Responsible for the Manufacturing Operations of this Re manufacturer and Manufacturer of Wheelsets for the Railroad Industry.

Improved the Customer requirements accurate and timely response by 80%.

Improved up time and equipment availability by 50% by implementing TPM.

Improved OTD and order fulfillment rate by 75%

Improved turnover and attendance by 50%

Reduced COGS by 28% by improvement in Efficiency and Variable cost control.

Key Safety Systems 5/2012 to 06/2015

Valle Hermoso, Tams


Responsible for the Manufacturing Operations for this, designer, manufacturer and distributor of security systems for automotive applications

Improved the Service rate by 80% with Ford in pursue of the Q1 certification to be re-obtained by June 2015 as per Ford regulations

Increased OTD from 87% to 100% with Ford on both regular production and Service parts

Reduced the Past due vs MPS by 20% achieving the scheduled Days OH on Finish Goods

Improved Efficiency by 28% on Regular Production and 35% on Service Parts

Reduced DPPM from 450 to 98

Improved turnover rate from 28% to 11% monthly

Improved absenteesm from 16% to less than 8%

Honeywell Ademco 11/2007 to 5/2012.

Cd. Juarez, Chih.

SBU Operations Director

Responsible for the Manufacturing Operations for this, designer, manufacturer and distributor of security systems for industrial, commercial and residential applications, with a total of 2050 employees in two manufacturing plants and 1 distribution center.


Achieved the Silver Certification process for the Juarez Manufacturing plant being the 5th amongst 340 plants within Honeywell in reaching the goal.

Improved OTD(OTTR) to > than 97% and actually reaching a highest ever 99% during February 2011.

Reduced DPPM levels from 3800 to 800.

Reduced Conversion cost by 22% .

Achieved the highest throughput ever at $765K daily average during Q 1 2012 without additional Capital Investment.

Implemented the first VMI system for the Company to improve Cash flow by diminishing Inventory by more than 1M. Further VMI implementations yielded > 3.5M

Improved DOS from 58.1 to 29.6 on the first two AOP exercises.

Started the Supplier localization program to bring 85% of supplier content back to North America and improving Cycle time by 65% without adding cost.

Reduced the Customer Logistics time by 35% by implementing direct shipments from Mexico to all Americas Customers.

Koblenz Electrica SA de CV 6/2002 to 11/2007

Cuautitlan Izcalli, Edomex

Operations Director

Responsible for the operations of 2 manufacturing plants a design center and 3 distribution centers.

Responsible to generate and execute a capital budget to ensure capacity and capability of the internal processes to accomplish the Annual operations plan.

Improved material content from 80% of cost to less than 60% on all product lines.

Improved Inventory turns from 9 to more than 20.

Improved headcount utilization by 20%.

Improved total cost of product by 28% to match or improve cost from Chinese competitors.

Redesigned the material planning, external and internal logistics processes to achieve inventory and cash flow goals.

Danaher. 10/1999 to 5/2002

Radford,VA/Tijuana/Cd. Juarez

Corporate Sourcing Director.

Responsible for the development and deployment of the Sourcing strategy for all low cost regions to substitute the US and European located Supply base.

Improved the low cost region raw material content from < 10 % to > 50%.

PPV realization of over 20M USD across the motion group.

Inventory turns improvement of over 30 %.

P-card implemented on near 90 % of the top 50 suppliers.

Low cost region preferred supplier directory developed for all Motion plants to use.

Payment terms improved from average 30 days to average 65 days.

Pack size at optimum improved from 20 % of SKU’s to > 60 %.

Standard Sourcing tools and methods used across all 36 plants.

Breed Technologies 11/1994 to 10/1999

Cd. Juarez

Materials Director

Responsible for the Materials departments operations, with a major focus on standardization and optimization of best practices at 3 plants. .


Converted the manufacturing planning process from a discrete process to Toyota Production System (repetitive).

Implemented Kanban with both internal and external suppliers improving inventory turns from 18 to > 35.

Implemented a Heijunka system reducing admin headcount by 9.

Implemented an open Warehouse with a supermarket concept avoiding the need to issue from stock and saving over $300K / year.

Logistics redesign that yielded more than $900K/ year in savings.

Premium transportation expenses diminished from 12% to > 1% of Operating expenses.

Customer rating improvement by 200 %.

ITT Cannon 5/1988 to 10/1994


Operations Manager.

Materials Manager.

Responsible for the Manufacturing operations of ITT Cannon in Mexico with 3 BU (Automotive, MilAero and Commercial).


Implemented a Cost reduction plan that saved 2.5 million on operating expenses.

Developed a Master Scheduling system capable to handle all kinds of demand on all 3 BU (Automotive, Commercial Electronics, and Military and Aerospace) due to the variation from High Volume and Low Mix, to Low Volume and High Mix.

Inventory reduction program yielded a reduction of 18% on each fiscal year.

Reduced Past due levels from 1.6 Million (33% of the monthly sales) to 250K (5% of the monthly sales).

Increased OTD from 64% to 95 %.

Transferred 12 product lines from Santa Ana CA to the Nogales facility.

American Yazaki Corp. (AAMSA) 1984 - 1988

Planning Group Manager.

Production Planning and Control General Supervisor.

Production Planning and Control Supervisor. (Nissan).

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